Capital ECO-Pro Group's net profit attributable to shareholders increased by 119.14% in 2024, responding to the call of the Beijing State-owned Assets Supervision and Administration Commission to raise cash dividends by 70%
Capital ECO-Pro Group released its 2024 annual report, with a net profit attributable to the parent company of 3.528 billion yuan, a year-on-year increase of 119.14%. The net cash flow from operating activities was 4.083 billion yuan, a year-on-year increase of 19.30%. The company plans to distribute a dividend of 1.248 billion yuan, an increase of over 70%, setting a new historical high. In the face of industry transformation opportunities, the company achieved steady progress in performance through lean operations and market synergy, with financing costs down 38 basis points year-on-year and a continuous optimization of the asset-liability ratio
According to the Zhitong Finance APP, on the evening of April 11, Capital ECO-Pro Group (600008.SH) released its 2024 annual report. In 2024, the company achieved a net profit attributable to shareholders of the listed company of 3.528 billion yuan, a year-on-year increase of 119.14%; the net cash flow from operating activities was 4.083 billion yuan, a year-on-year increase of 19.30%.
In response to the deployment of the Beijing Municipal State-owned Assets Supervision and Administration Commission's meeting on state-owned enterprises holding listed companies, and to contribute to the stability of the capital market, the company plans to distribute a dividend of 1.248 billion yuan for the year 2024, an increase of over 70%, setting a new historical high.
During the reporting period, facing the industry's transformation opportunities of "four modernizations," the company achieved steady progress in performance through multi-dimensional efficiency enhancement. In terms of lean operations, the water sector focused on livelihood security and ecological governance, the solid waste sector strengthened its core position in waste-to-energy, and the air pollution control business quickly established differentiated advantages; in terms of market synergy, on one hand, it strictly adhered to "high-quality" standards to minimize market risks, and on the other hand, it promoted market development through means such as incubating technological products, strengthening business synergy, and continuously deepening customer relationships; in terms of financial asset management, it innovated the "stock replacement + incremental optimization" debt management strategy, with overall financing costs down 38 basis points year-on-year, and three expenses down 9.19% year-on-year, while the asset-liability ratio continued to optimize
